Political Leadership,Conflict and the Prospects for Constitutional Peace

The emphasis in constitutional political economy has been that new rules and institutions can be devised that improve the welfare of a society. Given the number of societies that are infected with political conflict and as a result lower levels of welfare, this paper attempts to analyse why we do not see more constitutional conventions aimed at eliminating conflict. The key idea is that expressively motivated group members may create incentives for instrumentally motivated group leaders such that it leads them to choose conflict rather than compromise. Nonetheless, it is not argued that such a peace is impossible to obtain. This leads to a further question, that if such a constitutional agreement could be found, would the expressive perspective alter the conventional instrumental perspective on the sort of constitutional reform that should be undertaken?     

Linking Transformational Leadership and Team Performance: A Conflict Management Approach

This study develops a model in which transformational leadership affects team coordination and performance through the conflict management approaches adopted by team members. Data were collected from three different sources in a lagged design from 108 teams in a large enterprise in China. Results support the reasoning that transformational leadership promotes team coordination and thereby team performance by encouraging teams to adopt a cooperative, as opposed to competitive, approach to conflict management. These results suggest that transformational leadership may help team members manage conflicts for their mutual benefit. This is an important mechanism through which transformational leadership enhances team coordination and, in turn, achieves higher team performance.     

Arts and Leadership: Vision and Practice at the IEDC‐Bled School of Management

In 2012 the Association of MBAs (AMBA) nominated IEDC‐Bled School of Management as one of the four most innovative MBA programs from the more than 700 schools accredited by the association. This recognition stems from IEDC’s history of being a disruptive innovator and the entrepreneurial drive of the school, its founder Professor Danica Purg, and many other collaborators from around the world. One shining emblem of this is the school's groundbreaking work in the use of the arts in business education. The nod from AMBA was a recognition of the integration of the arts within IEDC’s management and leadership development programs. From its inception IEDC has incorporated cultural, artistic, and esthetic activities in its degrees and other programs. Over the last decade this has become a core activity across most programs. The development stems from IEDC’s belief that education dominated by functional knowledge alone cannot prepare contemporary leaders for the challenges they face in an increasingly complex world. The belief is lived every day at IEDC. Described as “a creative environment for creative leadership,” its faculty boasts not just finance, accounting, and marketing, but professionals from the arts, social sciences, and humanities. Its architecture is designed to inspire, and the large collection of original art that adorns its campus deepens students’ thinking and reflection.     

The Global Chief Executive Officer （CEO）： Leadership Styles, Arts, and Skills

The global chief executive officer （CEO） should quickly adjust his/her leadership styles, arts, and skills to customize for the particular host country as he/she manages the global organization in its many diverse environments. He/she has to quickly customize to the local needs his/her styles of strategic and operational decision-making, communication, and interpersonal approaches. His/her repertoire of leadership styles, arts, and skills has to be wider and richer in variety. He/she must quickly move from one host-country-focused approach to another, drawing the needed blend of leadership styles, arts, and skills from his/her repertoire and effectively applying them to the host country situation. Thus, a CEO must analyze his/her situation and re-orient his/her approach to fit the varying international situations, such as culture, operating, and subsidiary＇s organizational, economic, political, governmental, and technological. An effective CEO is perspicuous and quick of action in adjusting and modifying his/her roles, styles, arts, and leadership processes to fit the situation in which he/she is in at the moment.     

论晚会的舞台发展——通过春晚谈舞台的发展变化

通过对历年来春晚的观赏分析,发现晚会中变化最大的是舞台形式,本文从舞台的空间、灯光、化妆新材料的运用以及科技的发展等方面进行阐述。     

Cognitive‐Experiential Leadership Model: How Leaders’ Information‐Processing Systems Can Influence Leadership Styles,Influencing Tactics,Conflict Management,and Organizational Outcomes

The current article provides empirical evidence in support of a new Cognitive‐Experiential Leadership Model. The foundation of the model is based on the integration of the Cognitive‐Experiential Theory (CET; Epstein, 2014), a personality‐based theory, and the Full‐Range Leadership Theory (FRLT; Bass, 1985). Results show a strong connection between the rational system and constructive elements of the CET’s experiential system, and transformational leadership and conflict‐handling styles. There is also preliminary evidence that developing leaders’ CET information‐processing systems could increase transformational leadership. Leaders who are high in rational thinking and constructive thinking may also elicit extra effort from their followers, effectively manage conflict, choose effective influencing tactics, and achieve positive organizational outcomes. Implications and future research directions examining the Cognitive‐Experiential Leadership Model are discussed.     

Judith Butler and Leadership: Reimagining Intelligibility,Social Change,and Leadership Discourse

Although Judith Butler's body of work is complex, many of her arguments have the potential to help us understand and generate new leadership realities. How Butler conceptualizes the concepts of intelligibility, performativity, discourse, and social change all have implications for the practice of leadership. The use of a critical leadership approach permits the exploration of parallels between her writings and two contemporary approaches to leadership: the Social Change Model of Leadership and adaptive leadership. Through the application of Butler's work to contemporary leadership discourse, the potential to render a broader range of subjects intelligible as leaders and to catalyze social change is explored.     

Promoting Effective Psychological Contracts Through Leadership: The Missing Link Between HR Strategy and Performance

This article offers line managers and HR professionals an actionable, research‐based framework for developing psychological contracts with employees that suit their organizational and human resource (HR) strategy. Leadership styles supporting the firm's HR strategy are key to making psychological contracts that benefit both the firm and its members. When managers' styles are out of sync with HR strategy, this mismatch can lead to poorer performance through ineffective and unfulfilled psychological contracts with workers.     

责任型领导:概念、测量、前因与后果

责任型领导,作为领导力研究领域的一个新兴概念,将关注焦点从传统的领导-下属二元关系拓展至组织内外各利益相关者,有助于应对来自社会各界的挑战,是对传统领导理论的新发展和新超越.文章介绍了责任型领导的概念、测量维度、前因与后果,深入探究了责任型领导的作用机制,总结出责任型领导能通过社会交换、社会学习、信息加工和社会资本等中介机制对个体、组织产生积极影响.最后,文章对未来研究作了展望.     

观念革新与矛盾调和——关于现阶段推行住宅产业化与借鉴国际经验的思考

住宅产业化是住宅产业现代化发展的必经阶段,我国住宅产业在经历了10年的改革与探索,借鉴了国外的很多先进经验后,试图探求出一条适合我国住宅业发展现状的现代化住宅产业发展之路。     

Leadership,task and relationship: Orpheus,Prometheus and Janus

The idea that the major division in leadership or management styles is a preference for either task or relationship orientation has long prevailed in the literature. This article proposes an alternative orientation for leaders; that, while in pursuit of achieving the task, the leader is focused either on the needs of superordinates or subordinates, or both. A large‐scale evaluation of leadership in the Royal Air Force from the perspective of followers suggests that although there is some surface support for the task/relationship dichotomy, the more important division is threefold: between people who only look upwards to satisfy the demands of their superordinates (Orpheans), those that tend to focus downwards at the demands of their subordinates (Prometheans) and those that try to look both ways (Janusians). The latter appear to have the greatest chance of sustained success at the more senior levels of the organisation.     

Argentina: Inflation, Income Distribution and Class Conflict

Mrs Thatcher's slow progress in freeing the economy shows how little she has learned from the failure of attempts abroad. The lesson of Argentina is that she will have to buy support for her policies by creating groups with a direct interest in her success.     

Leadership and management effectiveness: A multi-frame,multi-sector analysis

Bolman and Deal (1984, 1991) have developed four perspectives, or frames, for understanding organizations and leadership: structural, human resource, political, and symbolic. This paper reports two studies that operationalize that model. The first study uses critical incidents written by managers to assess how many and which frames they use. Most incidents show the use of one or two frames; very few contain all four. In every population, the structural frame was used frequently while the symbolic frame was rarely evident. Across different populations, the use of the human resource and political frames varied substantially. The second study used survey instruments to assess managers' frame orientations. Regression analyses show that their orientations, as perceived by colleagues, are differentially related to perceived effectiveness as manager and leader. Managerial effectiveness is related to an emphasis on rationality and organizational structure. Leadership effectiveness is linked to symbols and culture. For men and women in comparable positions, gender is unrelated to leadership orientations or to their effectiveness as managers or leaders.     

Leadership learning: Crucial conversations,next steps,and thoughts for consideration

Forty years ago, the questions most discussed among those who cared about leadership were “is leadership possible among those who don't have titles and positions?”; “what are the characteristics possessed by effective leaders?”; and “how do we find the people who are the best leaders and help them prepare for positions that will allow them to have an impact?” After many conversations, conferences, research studies, and books, the terrain has shifted among scholars. Now the conversations focus on questions such as “If leadership is a shared responsibility among members of groups, how can the full leadership potential of all be cultivated?”; “What role do collaborators play in empowering positive leadership and defending against those who misuse it?”; and “How can organizations cultivate cultures that support and encourage visionary leadership dedicated to benefitting all?” The shift in the questions that leadership educators now explore, coupled with the breadth and variety of the initiatives dedicated to nurturing it, demonstrate that leadership can be taught. More importantly, the practice of leadership demonstrates that many can pursue leadership and that they must if the opportunities of the 21st century are to be fulfilled. The conversations and the needs for leadership have both shifted and it is now incumbent on those who value leadership most to agree to unifying perspectives that can draw us together in common purpose. From your vantage point, what are the crucial conversations, next steps, and/or thoughts for consideration as we enter the second decade of the 21st century?     

Agricultural Leadership Education: Past History,Present Reality,and Future Directions

The article explores the past, present, and projected future of agricultural leadership education. Beginning with roots in youth leadership development and grounded in land‐grant universities, agricultural leadership education has undergone a shift from working primarily with rural youth to a new focus on also educating undergraduate and graduate students to empower community members and create change. The renewed focus has encouraged recent growth and in the last 10 years, the profession has added three leadership majors, six leadership minors, seven leadership focus areas, seven undergraduate leadership programs, and four graduate leadership programs. Research exploring the student impact of agricultural leadership education revealed that nationwide a total of 7,904 students are exposed to 208 agricultural leadership education courses. As the discipline continues to mature, recommendations are made for continued program development. Discussion highlights prior research examining potential courses to include types of experiences, program objectives, and career connectedness relating to agricultural leadership education. Programs have ample opportunity for future growth and recommendations are made to continue the development of innovative leadership opportunities and consistent pedagogical practices across institutions.